Plight of HR policy in textile industry

November 5, 2006 at 12:00 pm | Posted in Arsalan's Dawn Article | Leave a comment


Human factor is a vital element in manufacturing industry. It is one of the key dependent factors which drive the company’s business towards profitability and growth. Inorder to ensure the maximum output of the people involved in the business, companies formulate Human Resource (HR) Policies.

HR Policy includes innovative approaches to compensation, pay for performance, flextime, benefits, stock plans, legal compliance and training of company’s employees and related people.


The key areas to HR policies include recruitments, training, salaries and benefits, compensations, performance measurements, promotions, work duties and responsibilities, rewards, holidays etc.

The HR policy aims to create a balance between employee job satisfaction and corporate growth. The policy also formulates the powers exercised by employers in this scenario. Once defined, the HR policy is supposed to be implemented for a long period of time without excessive changes so as to yield maximum output.

The stake of textile Industry’s HR policies is quite alarming nowadays. This issue has been long into informal discussion between employees. But it is never discussed in a strategic point of view.

Collectively it could be said that Pakistani textile industry has NO proper HR policy that aids corporate growths. All HR rules (not policies) are short termed and rapidly change with the change of management.

There is no proper recruiting procedure uptill now in companies. Even the biggest industrial units have no harmonization into their recruitment procedures. 100% of the recruitments from laborers to general managers are done informally. The ethical part is totally ignored. The change over at high level is usually performed in teams. The appointed general manager is supposed to bring all his working team from the previous employer company. Thus leaving behind an extensive labor shortage and huge loss to previous employer. The loss usually accounts to millions of rupees.

If this changeover cycle of general managers is high, then one could imagine the overall loss to the industry.

The same procedure applies to manufacturing supervisors that hold substantial team of workers. They impart more overall loss than the general managers. In some cases the departure of a supervisor result in physical damage to the tangible assets of a company.

Also for unskilled laborers and recently graduated engineers and professionals, there is no formalized channel of recruitment. No job advertisements, no job boards and no recruitment companies. Instead a channel of relationship references prevails which ignores the metrics of intelligence, hard work and devotion.

Despite of the availability of written rules of working hours, leave and holidays, nothing is followed properly. The top management of the company is totally unaware of the man hours requirement of their manufacturing processes. As a result, fewer workers are available or recruited for high man hours of work. This turns out to be excessive overtimes and reduces the overall human working efficiency and motivation. The end result is loss to the company.

Increased working hours greatly reduce the employee motivation and his performance to do proper job. Quality of work is suffered. Various informal and dirty tactics are utilized to enhance performance. These include ‘black rewarding’, creating sense of fear, using abusive languages etc.

Employees are greatly panelized to exercise their right of leave and holidays and are considered non serious employees.

There is no formal training of workers for machines and processes in company. Usually an unskilled worker gets training by an experienced worker which most of the time illegally exploits his position. Sexual harassments also results in usual cases.

Very few companies appoint HR manager. Most of the time HR manager is busy in publishing lay-off lists for presumed cost saving reasons, triggering sense of de-motivation and job insecurity among employees. Thus greatly affecting their performance turning to overall manufacturing loss.

All of the stated issues are present due to the total absence of HR policy in companies. One could not expect innovation or process improvement in this scenario.

Government of
Pakistan is building and enhancing lots of training institutes for textile workers. Also there is couple of textile engineering institutes which produces manufacturing managers for the industry. They are also being upgraded with latest technologies.

The outcome of these institutes would only be fruitful and beneficial if there is a proper HR policy in textile companies. With the prevailing HR situation in the textile industry, the corporate growth as a result of human factor would merely be a dream.


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